The Strategy to Execution (S2E™) Gap - Webinar

Companies perform Initiatives, Research & Development, projects, and maintain infrastructure to fulfill a mission, strategy or meet a customer need. Most are still challenged or fail. Execution is haphazard and may not gel until it is too late. The void between strategy and execution is sometimes not evident, is wrapped in fog, difficult to determine, and takes additional work to repair.

Objectives of the Presentation:

Identify significant aspects of the gap early

Take away valuable methods to work around or eliminate the gaps

Increase chances of success

Initiate the transformation of the organization

Why Should You Attend?

Individuals who attend this training will obtain insight, knowledge, and approaches on how to move ideas, research, initiatives, R&D, or projects into the full planning and execution phases to directly eliminate waste and confusion, improve the bottom line, and add value to the enterprise.

There are several sources that report reasons for failure with some of the major causes being lack of procedures, process, and standards for managing projects. Others site leadership, teams, inadequate requirements/scope, and the customer. Although useful information, devil is in the details. Based on our hands-on corporate and consulting experience this presentation will provide you with root causes for the gap.

One fundamental reason attributed to the S2E™ Gap is that over the last 30 to 40 years the United States has shifted from a production/manufacturing economy to that of a service economy. This shift has resulted in diminished knowledge transfer of fundamental principles that when applied, generate positive results in the technology area of any business. There are other reasons attributed to hard and soft topics that broaden the gap in organizations.

Mike is well qualified but not over qualified for a number of diverse positions and continues to perform hands on project, program, and portfolio management tasks. He has managed and directed as many as four programs concurrently, two lasting for more than 2 years and 1 for five years. As the Deputy Director of the Program Office at McDonnell Douglas Mike's strategic and tactical approach to integrated solutions resulted in savings of over $500 million dollars on several programs and in 1996 saved the McDonnell Douglas Long Beach facility from being shut down by the Federal Aviation Administration (FAA). Since consulting, VBPM has saved diverse Small to Mid-Sized Enterprises (SMEs) over $75 million dollars.

Mike has a broad and deep background in IT program management in the banking, mortgage, investment financial services, medical device, city/county government, aviation, automotive aftermarket retail, and Department of Defense major contractors.

Mike holds a BS from Embry-Riddle Aeronautical University, a Certificate in Project Management from University of California Irvine, a Certificate in Business Continuity Planning from California State University Fullerton and is licensed by the Federal Aviation Administration. He founded the Project Management Certificate program at Cerritos College, a series of six practical classes founded on business resilience, integration, operational efficiency, and leadership-team development. Mike is a certified Project Management Professional (PMP), Certified Lean Practitioner (CLP), Certified Lean Office Practitioner (CLOP), and certified in Information Technology Infrastructure Library (ITIL).